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UW Agile CP202 Class 4:
                         Scaling, Multi-Level Planning, and Portfolio Management


               ...
How Do Self-Organizing Teams
                     Function?



Saturday, May 22, 2010                     2
Self-Organizing Project Teams
       “A group possesses a self-organizing capability when it exhibits three
       conditi...
Autonomy

                External support is limited to guidance, budget, and moral support

                Team is free...
Self-Transcendence

                Teams are in a continual quest towards “perfection”

                Teams find creati...
Cross-Fertilization

                Teams are made up of people with differing personalities and capabilities

          ...
Beginner’s Mind

                “In the beginner's mind there are many possibilities, but in the expert's there are
     ...
Scaling Patterns




Saturday, May 22, 2010                      8
Component Team Pattern




Saturday, May 22, 2010                            9
Feature Team Pattern




Saturday, May 22, 2010                          10
Team Configuration Patterns



              Virtual Architect Pattern

              Integration Team Pattern

          ...
Virtual Architect Pattern

                                             Enterprise
                                       ...
Virtual Architect Pattern

              Pros

                   Share architecture ideas and needs across teams

       ...
Integration Team Pattern
                                              All features are
                          Integrat...
Integration Team Pattern

              Pros

                   Reduces complexity on Feature Teams

                   F...
Component Shepherd Pattern




Saturday, May 22, 2010                                16
Component Shepherd Pattern

              Pros

                   Share more knowledge within organization to minimize pl...
Team Architect Pattern




Saturday, May 22, 2010                            18
Team Architect Pattern


              Pros

                   Team owns architecture decisions

                   Decis...
How Does Scrum Fit into the
                        Bigger Picture?



Saturday, May 22, 2010                           20
Planning at Multiple Levels




Saturday, May 22, 2010                                 21
Product Vision
              FOR (target customer)

              WHO (statement of the need)

              THE (product ...
Product Roadmap

        • The Product Owner:
              –   Communicates the whole
              –   Determines when r...
April 8, ‘06
                         Product Roadmap – an example
                                               June 3, ...
Release Planning –
                                  Getting Started
        The Product Owner and the team should:
      ...
Release Planning – Getting Started

        The Delivery Team should:
        • Have a high-level understanding of the fea...
Release Planning
        • Conduct a Release Planning Meeting collaboratively with the whole team (product
          owner...
Sample Release Planning Session




                                         Show Me
Saturday, May 22, 2010               ...
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UW Agile CP202 Adv Topics Class 4 Scaling Multi-Level Planning Portfolio Management

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UW Agile CP202 Adv Topics Class 4 Scaling Multi-Level Planning Portfolio Management

  1. 1. UW Agile CP202 Class 4: Scaling, Multi-Level Planning, and Portfolio Management Chris Sterling Technology Consultant / Agile Coach / Certified Scrum Trainer Sterling Barton, LLC Web: www.SterlingBarton.com Email: chris@sterlingbarton.com Blog: www.GettingAgile.com Follow Me on Twitter: @csterwa Hash Tag for Presentation: #swdebt Saturday, May 22, 2010 1
  2. 2. How Do Self-Organizing Teams Function? Saturday, May 22, 2010 2
  3. 3. Self-Organizing Project Teams “A group possesses a self-organizing capability when it exhibits three conditions: autonomy, self-transcendence, and cross-fertilization.” * * “The New New Product Development Game”, by Hirotaka Takeuchi and Ikujiro Nonaka Harvard Business Review, Jan/Feb 1986 Saturday, May 22, 2010 3
  4. 4. Autonomy External support is limited to guidance, budget, and moral support Team is free to set its own direction Management acts as a venture capitalist to Team Scrum Teams exhibit autonomy when: Product Backlog describes the “what” not the “how” Team delivers potentially shippable product increments each sprint Team delivers on its commitments Saturday, May 22, 2010 4
  5. 5. Self-Transcendence Teams are in a continual quest towards “perfection” Teams find creative ways to break the status quo Teams don’t say “we can’t change that”; instead it just might take time to implement some changes Scrum Teams exhibit self-transcendence when: Retrospectives lead to changes in process every sprint Team feels empowered to increase their capabilities and knowledge while delivering product Organization supports team by removing impediments Saturday, May 22, 2010 5
  6. 6. Cross-Fertilization Teams are made up of people with differing personalities and capabilities Team members find ways to fill gaps in load by cross-fertilizing specific capabilities to other team members Scrum Teams exhibit cross-fertilization when: Teams finish Product Backlog items early in sprint cycle Each Team member has work to do during entire sprint Specific tasks are NOT expected to be finished by a particular member of the Team Saturday, May 22, 2010 6
  7. 7. Beginner’s Mind “In the beginner's mind there are many possibilities, but in the expert's there are few.” * People open up minds to looking at situations as fresh and new, testing their knowledge and environment ScrumMasters can help Teams become more self-organizing by challenging what is thought to be known Ask thoughtful questions to help Team think outside box Look for times Team is in some discomfort and facilitate them in deriving creative ideas and solutions Encourage Team to*“Pair” Beginner's Mind”,duringSuzuki, Weatherhill. “Zen Mind, on tasks by Shunryu sprint Saturday, May 22, 2010 7
  8. 8. Scaling Patterns Saturday, May 22, 2010 8
  9. 9. Component Team Pattern Saturday, May 22, 2010 9
  10. 10. Feature Team Pattern Saturday, May 22, 2010 10
  11. 11. Team Configuration Patterns Virtual Architect Pattern Integration Team Pattern Component Shepherd Pattern Team Architect Pattern Saturday, May 22, 2010 11
  12. 12. Virtual Architect Pattern Enterprise Planning Saturday, May 22, 2010 12
  13. 13. Virtual Architect Pattern Pros Share architecture ideas and needs across teams Based on verbal communication Cons Usually singles out special Team Member role Could lead to top-down architecture decisions IT may gain extensive influence and begin to run Product Backlog Saturday, May 22, 2010 13
  14. 14. Integration Team Pattern All features are Integrate implemented Features and integrated every iteration Feature Development Saturday, May 22, 2010 14
  15. 15. Integration Team Pattern Pros Reduces complexity on Feature Teams Forces delivery from Integration Team instead of interface and deployment designs Cons Perpetuates specialized roles Don’t always work on highest value Product Backlog items Saturday, May 22, 2010 15
  16. 16. Component Shepherd Pattern Saturday, May 22, 2010 16
  17. 17. Component Shepherd Pattern Pros Share more knowledge within organization to minimize platform experience debt Work on highest value Product Backlog items Cons Not always optimal as using individual knowledge Difficult to learn multiple systems across Teams Saturday, May 22, 2010 17
  18. 18. Team Architect Pattern Saturday, May 22, 2010 18
  19. 19. Team Architect Pattern Pros Team owns architecture decisions Decisions are made close to implementation concerns Cons May not have appropriate experience on Team Team could get “stuck” on architecture decisions Saturday, May 22, 2010 19
  20. 20. How Does Scrum Fit into the Bigger Picture? Saturday, May 22, 2010 20
  21. 21. Planning at Multiple Levels Saturday, May 22, 2010 21
  22. 22. Product Vision FOR (target customer) WHO (statement of the need) THE (product name) is a (product category) THAT (product key benefit, compelling reason to buy). UNLIKE (primary competitive alternative), OUR PRODUCT (final statement of primary differentiation) Geoffrey Moore “Crossing the Chasm” Saturday, May 22, 2010 22
  23. 23. Product Roadmap • The Product Owner: – Communicates the whole – Determines when releases are needed – Determines what functionality is sufficient – Focuses on business value derived from the releases • Delivery team – Sees the whole – Learns about the steps – Learns the business priorities – Provides technical input to the roadmap Saturday, May 22, 2010 23
  24. 24. April 8, ‘06 Product Roadmap – an example June 3, ‘06 July 8, ‘06 Aug 12, ‘06 Magnesium Aluminum Silicon Phosphorus • For all users, improve • For all users, improve usability, • For Rally customers, • For all users, enhance customization and consistency. navigation and information implement some of the most flexibility of requirements • For Product Owners, improve presentation. requested enhancements hierarchy Roadmap, and Release Planning. • Provide Configurable Editions Agile PM Agile PM Agile PM Agile PM • Custom Enumerations • Agile Product Manager • Defect Dropdown • Associate Iterations with • Unified Backlog Planning Customization Releases • New Release Status View System Mgmt. • Task Ranking • Ajax-Enabled Detail Pages System Mgmt. System Mgmt. System Mgmt. • Hierarchical Stories • Defect Close Rate Metrics Comm. & Collaboration • Daily Defect Metrics Comm. & Collaboration Platform Comm. & Collaboration Platform • User Filterable Notifications Comm. & Collaboration • Improved UI Responsiveness • UI Consistency • Improved Navigation Platform Platform • Tab Customization & Web • Shared Custom Views Tabs *Rally Agile Pro Edition only Saturday, May 22, 2010 24
  25. 25. Release Planning – Getting Started The Product Owner and the team should: • Complete planning levels 1 & 2 – the product roadmap – Indicates the focus, or theme, of the next releases • Collect product features in the product backlog • Prioritize the features in the product backlog • Determine when the release is needed • Decide what to put in the release • Prepare to present the product vision • Be open to the negotiations that will occur Saturday, May 22, 2010 25
  26. 26. Release Planning – Getting Started The Delivery Team should: • Have a high-level understanding of the features in the product backlog • Determine a team nomenclature for high-level estimates: Story points or T-shirt sizing (S, M, L) • Define the team velocity (capacity): – Three ways to get an initial value for velocity*: •Use historical values (yesterday’s weather) •Run an initial Sprint and use the velocity from that Sprint •Take a guess * Mike Cohn, User Stories Applied Saturday, May 22, 2010 26
  27. 27. Release Planning • Conduct a Release Planning Meeting collaboratively with the whole team (product owner, delivery team, stakeholders) • Plan for a 1-day event (2 days for VERY large programs) • Put each feature on an index card (post-it notes) • Physically arrange the prioritized features into the Releases • For the first release, physically arrange the prioritized features into the 3 or 4 groupings that represent the Sprints • Post all decisions and assumptions on the wall Biggest risk: Product Owner must have a prioritized Product Backlog!! Saturday, May 22, 2010 27
  28. 28. Sample Release Planning Session Show Me Saturday, May 22, 2010 28

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